Showing papers in "Organizational Dynamics in 2016"

TL;DR: In the Industrial Revolution, most production occurred in the cottage or household or in relatively small, crafts-focused shops as mentioned in this paper, where people, things, and information were relatively few, short, slow, and at times impossible to develop.

TL;DR: In terms of resilience, resilience is the capacity to continue making progress toward current career goals with the resources and strategies you have already developed; to Keep Calm and Carry On, as it were as discussed by the authors.

TL;DR: For example, the authors argues that the traditional models of mentoring, which have guided practitioners and researchers over the years, explain the most common mentoring experiences, but fail to capture the remarkable experiences and unique dynamics of high-quality relationships.

TL;DR: In this paper, the authors argue that the question that most business stakeholders have been asking about social media is: "How can it be exploited for our benefit?" The question in these terms shows how misunderstood Social Media is and how ill-equipped organizations with a traditional business mentality are to survive the social media revolution, let alone to thrive in it.

TL;DR: In this paper, the concepts of "career anchors" and "job/role planning" are used to help individual career occupants and the human resource function achieve a better match between the needs of the individual and the need of the organization.

TL;DR: Lena, 32-years old, recently hired into her dream job by a global bank, commutes 90 minutes each day. Getting to see her infant son for only a few minutes before his bedtime, she asks her boss whether she could start and leave work earlier to have more time with her child.

TL;DR: In this paper, a financial consultant working for a large company has been working with the company for ten years and has had one promotion in that time and is frustrated with his company.

TL;DR: In this paper, the authors explore the mythology of leadership as residing in particular individuals and argue that given the complex requirements of 21st century management, we can no longer allow the rest of the organization, other than its managers, to sit idly awaiting orders from detached bosses.

TL;DR: The authors found that setting a specific, challenging goal leads to higher performance than setting an easy goal, a vague goal, such as to do one's best, or no goal, and that the relationship between goal difficulty and performance levels off when individuals reach the limit of their ability.

TL;DR: In this article, the authors describe how developments in e-HRM and changes in employment forms contribute to the development and increasing popularity of e-internships (better known as virtual internships) amongst small and medium-sized enterprises.

TL;DR: In this article, the authors explore the possibilities that may arise from conceptualizing career success as an emergent process rather than as a cumulative outcome, which is akin to focusing more on whether self-actualizing than on whether you have attained self-realization.

TL;DR: In this article, a recent MBA graduate and first-year associate in a major consulting firm was on a Thursday evening plane trip, returning home, reflecting on whether her current company was the right place for her.

TL;DR: In this article, the authors present two typologies capturing the choices top managers use to align stakeholder management with the firm's strategy, and provide multiple examples of how specific multinationals are achieving this alignment.

TL;DR: Koffler et al. as mentioned in this paper pointed out that Donald Trump's descent from the heavens into the Iowa State Fair just prior to the Iowa Caucus via his TRUMPemblazoned helicopter was derided as an attention-grabbing stunt.

TL;DR: The potential detrimental effect of a lack of organizational change is demonstrated by examples such as Howard Johnson's, Rexall Drug, Stuckey's, Blockbuster and Movie Gallery as mentioned in this paper.